A Lean company is always in a journey of continuous improvement and innovation. Every process, procedure and/or tool are critically studied in order to highlight problems and satisfy the customers’ needs without any waste. In the studied Lean company there are many production support tools that were developed as a temporary solution to solve a specific problem but, frequently, remain definitive and became themselves a problem. Examples of these tools are Standard Work Sheets (SWS) and Control and Fabrication Instructions (CFI) that demand updated, easy access and trustworthy information. Improving these tools (e.g. by automatizing) is an opportunity for a company to become more competitive. The SWS and CFI are indispensable tools for Process Engineering and have implications on product quality and productivity. The development process of SWS and CFI involves many human resources, resulting in a long task that is susceptible to the introduction of errors. By including the process of documentation for all shifts, it facilitates the coworkers training and reduces both variability and irregularity. Currently, the SWS in the studied company is not automatically performed and articulated with the updated real time knowledge of CFI, production quantities and assembly lines coworkers’ availability. This generates inefficient resources utilization. The objective of this paper is to present an undergoing project that intends to automate the SWS and CFI development process and to facilitate their integration with other company systems information

Within a lean context, the aim is to eliminate all forms of waste, including environmental waste, to improve productivity and reduce costs. Key to achieving this objective are operational performance and sustainability indicators. Lean companies must prioritize both operational performance and sustainability, remaining cognizant of their current status. With this in mind, the authors sought to ascertain whether lean companies demonstrate enhanced sustainability. Thus, the authors raised the following research question: does a lean company exhibit greater sustainability? However, these indicators have traditionally been measured independently, and few studies have indicated the need for a global indicator that could simultaneously address both. Such a global indicator would enable a clearer assessment and understanding of the trade-offs between operational performance and sustainability. This paper introduces such an integrated indicator, aiming to measure companies’ lean–green compliance by intertwining sustainability issues with overall equipment effectiveness (OEE). The authors have termed this indicator business overall performance and sustainability effectiveness (BOPSE). Its primary goal is to evaluate business effectiveness by considering both operational performance and sustainability compliance. The sustainability strand was drawn from, adapted, and simplified based on the Global Reporting Initiative (GRI). This development was framed in a lean–green environment, emphasizing continuous efforts to identify and reduce all sources of lean waste, alongside the waste prevention perspectives of cleaner production, environmental compliance, and social responsibility, which play crucial roles in shaping the factories of the future. This paper presents the background and development of the BOPSE model. To answer the research question, two research methods were undertaken: a survey and case studies. The model was applied in three distinct case studies, demonstrating its usefulness in discerning varying levels of lean–green compliance through this integrated indicator.